Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
CHAPTER 11
Leadership
A Leader Lives in Each of Us
Chapter Overview
Each Chapter contains several inset features designed to assist the student reader in applying the
concepts to relevant examples. Management Live illustrates how experiences and activities relate
to work performance. Choices provides students with an opportunity to evaluate various sides of
an issue in order to make an informed decision. Hot Topic explores samples of debated topics in
business and strategy. Facts to Consider introduces research or trends that may be used for class
discussion in the classroom or online for distance learning. Insight provides an exercise in self-
awareness. Quick Case presents a business related scenario for class analysis and discussion.
Chapter eleven provides an overview of Leadership and its importance to the successful
performance of any organization. The Chapter also looks at traits and styles of effective
leadership, as well as varying theories regarding contingency leadership.
The chapter begins with a definition of leadership, the process of inspiring others to work hard to
Chapter 11 Takeaways
Takeaway 11.1 understand the foundations for effective leadership.
Takeaway 11.2 Identify insights of the contingency leadership theories.
Takeaway 11.3 Discuss current issues and directions in leadership development.
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Chapter 11 Lecture Outline
Takeaway 11.1 What Are the Foundations for Effective Leadership?
• Leadership is one of the four functions of management.
• Leaders use position power to achieve influence.
Takeaway 11.2 What Can We Learn from the Contingency Leadership Theories?
• Fiedler’s contingency model matches leadership styles with situational differences.
• The Hersey-Blanchard situational leadership model matches leadership styles with the
maturity of followers.
Takeaway 11.3 What Are Current Issues and Directions in Leadership Development?
• Transformational leadership inspires enthusiasm and great performance
Chapter 11 Supporting Materials
Figures
Figure 11.1 Why Is Leading So Important in the Management Process?
Figure 11.2 What Are the Classic Leadership Styles?
Figure 11.3 What Are the Best Matches of Leadership Style and Situation According to
Fiedler’s Contingency Model?
Figure 11.4 What Are the Leadership Implications of the Hersey-Blanchard Situational
Leadership Model?
Figure 11.5 What Are the Leadership Implications of the Vroom-Jago Leader-Participation
Model?
What’s Inside
• Management Live: Building Charisma Through “Leadership Speech”
• Choices: Making “no” part of the follower’s vocabulary
• Ethics Check: A Step Over the Line into Community Service
• Facts to Consider: Followers Report Shortcomings of Leaders
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Applications
• TestPrep 11 Multiple-Choice Questions
• Skill Building Portfolio
Chapter Outline:
Takeaway 11.1: What Are the Foundations for Effective Leadership?
• Leadership is one of the four functions of management
✓ Leading builds the commitments and enthusiasm for people to apply their talents to
turn plans into action
• Figure 11.1 Why is Leading so Important in the Management Process?
Leading is one of the four management functions. It is the process of inspiring others to
• Leaders use position power to achieve influence
✓ Power is the ability to get someone else to do something that you want done; the
ability to make things happen the way you want them to.
✓ Position power – the power of a position, and includes coercion. Rewards, and
legitimacy
• Leaders use personal power to achieve influence
Personal power – who you are and what your presence means in a situation
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
• Leaders bring vision to leadership situations
DISCUSSION TOPIC
Ask the students if they have encountered any leaders who have had a truly significant effect on
their lives. Have the students describe what these leaders did to have this impact and how they
were affected. Then, to the extent possible, relate this discussion to visionary leadership. At this
point, ask students to describe the types of power these leaders used and the impacts that were
achieved.
• Leaders display different traits in the quest for leadership effectiveness
✓ Research shows that physical characteristics make no difference
DISCUSSION TOPIC
A way to demonstrate to students the objectives as well as the shortcomings of the trait approach
to leadership is to ask them to identify the traits of effective leaders. Ask a generic question such
as “What are the traits of effective leaders?” and then record their responses. Alternatively, you
• Table 11.1 Traits Often Shared by Effective Leaders
✓ Drive
✓ Self-confidence
✓ Creativity
• Leaders display different styles in the quest for leadership effectiveness
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
✓ Leadership style is the pattern of behaviors a leader exhibits
✓ Autocratic leaders hold on to authority and act in a unilateral “command and
• Figure 11.2 What Are the Classic Leadership Styles?
It is common to describe leaders in terms of how their day-to-day styles show concern for
11.1 Questions for discussion with suggested answers
1) When, if ever, is a leader justified in using coercive power?
2) How can a young college graduate gain personal power when moving into a new job as
team leader?
Personal power is acquired as people understand the leader as a person and what he or
she has to offer. Likeable personal characteristics are a good way to start to acquire
3) Why might a leader with a human relations style have difficulty getting things done in an
organization?
11.1 Career Situation: What Would You Do?
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
Some might say it was bad luck. Others will tell you it’s life and you’ d better get used to it.
You’ve just gotten a new boss, and within the first week it was clear to everyone that she is as
“autocratic” as can be. The previous boss was very “democratic,” and so is the next-higher-level
manager, with whom you’ve always had a good working relationship. Is there anything you and
your co-workers can do to remedy this situation without causing anyone, including the new boss,
to lose their jobs?
Student answers will vary.
Takeaway 11.2: What Can We Learn from Contingency Leadership
Theories?
• Contingency leadership perspective suggests that successful leadership varies by the
circumstances, task, the leader and the people.
• Fiedler’s contingency model matches leadership styles with situational differences
• Figure 11.3 illustrates the following concept:
What Are the Best Matches of Leadership Style and Situation According to
Fiedler’s Contingency Model?
✓ Fiedler believes that leadership success requires the right style-situation match. He
• The Hersey-Blanchard situational leadership model matches leadership styles with
the maturity of the followers
✓ Hersey-Blanchard situational leadership model suggests that successful leaders
adjust their styles based on the maturity of followers and their readiness to perform
the task at hand
✓ Leadership styles can be adjusted based on the amount of “Task Behavior” or
guidance required and “Relationship Behavior” or support required
➢ Delegating – low task, low relationship
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
DICUSSION TOPIC
Hersey and Blanchard’s four levels of follower readiness can be compared to student
classifications on a high school or college sports team. Freshmen are essentially low readiness
✓ Figure 11.4 illustrates the concept
What Are the Leadership Implications of the Hersey-Blanchard Situational
Leadership Model?
• House’s path-goal theory matches leadership styles with task and follower
characteristics
✓ Path-goal theory suggests that leaders are effective when they help followers move
along paths to achieve both work and personal goals
✓ Four leadership styles
• Leader-member exchange theory describes how leaders treat in-group and out-
group followers
✓ Leader-member exchange (LMX) recognizes that in most leadership situations, the
• The Vroom-Jago model describes a leader’s choice of alternative decision-making
methods
• Authority decision – is made by the leader and communicated to the group
• Figure 11.5: What Are the Leadership Implications of the Vroom-Jago
Leader-Participation Model?
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
➢ Decision quality
➢ Decision acceptance
11.2 Questions for discussion with suggested answers
1) What are the potential career development lessons of Fiedler’s contingency leadership
model?
Fiedler’s contingency leadership model indicates that leadership success depends on a
match between the leadership style of the leader, task structure, and the amount of
2) What are the implications of follower maturity for leaders trying to follow the Hersey–
Blanchard situational leadership model?
3) Is it wrong for a team leader to allow the formation of in-groups and out-groups in his or
her relationships with team members?
11.2 Career Situation: What Would You Do?
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
You’ve just been hired as a visual effects artist by a top movie studio. But the team you are
joining has already been together for about two months. There’s obviously an in-group when it
comes to team leader and team member relationships. This job is important to you; the movie is
going to be great résumé material. But you’re worried about the leadership dynamics and your
role as a newcomer to the team. What can you do to get on board as soon as possible and be
valued as a team member?
Takeaway 11.3: What are Current Issues and Directions in Leadership
Development?
• Transformational leadership inspires enthusiasm and extraordinary performance
✓ Charismatic leadership – the ability to inspire others in exceptional ways
• Qualities of Transformational Leaders
✓ Vision
✓ Charisma
• Emotionally intelligent leadership handles emotions and relationships well
✓ Emotional intelligence (EI) – an ability to understand emotions in oneself and others,
and use this understanding to handle one’s relationships effectively
➢ Self awareness – the ability to understand our own moods and emotions
➢ Social awareness – the ability to empathize, to understand the emotions of
DISCUSSION TOPIC
Have the students spend eight to ten minutes of class time writing a brief self-assessment essay
regarding the extent to which they perceive themselves as having developed each the above
components of emotional intelligence. Have the students who are willing to do so contribute
their examples as you discuss the components of emotional intelligence.
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
• Interactive leadership emphasizes communication, listening, and participation
• Moral leadership builds trust from a foundation of personal integrity
✓ Moral leadership – leaders who practice high ethical standards, build ethical
• Servant leadership is follower centered and empowering
✓ Servant leadership – based firmly on a commitment to serving others, to helping
11.3 Questions for discussion with suggested answers
1) Should all managers be expected to excel at transformational leadership?
2) Do women lead differently than men?
3) Is servant leadership inevitably moral leadership?
Schermerhorn & Bachrach Exploring Management 6th edition Instructor’s Manual
incorrect or just plain suspicious. And if what we are being asked to do is wrong but we still
comply, we’ll share the blame. It can’t be excused with the claim: “I was just following orders.”
But, who’s prepared for the unexpected?
Ethics Check: A Step over the line into community service
What if your company’s CEO is active in a local community group? It sounds great and she gets
a lot of press for philanthropy and leadership in the local Red Cross, homeless shelter, food bank,
and more. The company’s reputation for social responsibility also gains from her outreach
efforts. But, first thing this morning she appeared in your office and asked you to spend a good
Helping your boss with this request will obviously be good for her. You’ll also probably benefit
from increased goodwill in your relationship with her. However, the organization could actually
Facts to Consider: Followers report shortcomings of leaders
Harris Interactive periodically conducts surveys of workers’ attitudes toward their jobs and
employers. The results for a query about how workers view “leaders” and “top managers” reveal
lots of shortcomings: